The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

Abstract

Purpose

The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.

Design/methodology/approach

The participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.

Findings

We found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.

Originality/value

Although, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

Citation

Al-Awlaqi, M.A., Aamer, A.M., Barahma, M.M. and Battour, M. (2021), "The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses", Journal of Management Development, Vol. 40 No. 1, pp. 74-93. https://doi.org/10.1108/JMD-05-2019-0172